04.28.15
** As INDA and the entire nonwovens industry mourns the passing of former INDA president Ted Wirtz at 81, Nonwovens Industry republishes an interview we published with him in December 2002 as he stepped down from his post to spend more time perfecting his golf game. Wirtz served at the healm of INDA from 1996-2003, a period of dynamic growth for both the association and the industry it serves.
After a long and distinguished career in the paper and nonwovens businesses, Ted Wirtz will retire as president of INDA, the Association of the Nonwoven Fabrics Industry, Cary, NC, this month. His tenure at the helm of the largest trade association serving the North American nonwovens industry, which began in 1996, marked a time during which INDA saw its membership double, its tri-annual IDEA trade show grow exponentially and its global industry outreach programs take hold. Wirtz is credited with taking over a sleepy association that had recently relocated from New York City to Cary, NC and transforming it into a proactive industry trade group.
Before he heads into a retirement filled with golf, travel with his wife, Jerry and whatever else life brings for a man who began his business career in 1957, we asked Wirtz his thoughts on where the association and industry have come from, how they got here today and where they are going in the future.
NWI: What condition was INDA in at the time you signed on as president in 1996?
TW: From discussions I personally had with 25 to 30 members and consultants, INDA was judged to be out of touch with members and the marketplace. As a result, the value of membership was disappearing. This was evident in the simple fact that our membership had declined three years in a row. There was no perceived value to being part of the association. One of the reasons this happened over time was because staff knowledge was relatively non-existent regarding nonwovens companies and materials and the key issues driving the business.
NWI: What were the first decisions you had to make when you came and took over the corner office?
TW: The first decisions were the toughest, “How to reorganize the association and who should go?” Thankfully, no
personnel changes were needed because the staff was capable, committed and energetic, but they had been
operating in a constraining environment. My job became one of knocking down hurdles and giving the staff the freedom and the room to do their jobs.
NWI: How did you like moving from Connecticut to North Carolina?
TW: I love it here. Nothing beats Danny’s barbecue and a Carolina Pale Ale. Of course, I can’t get the red clay off my
shoes, but that comes with the territory. We are going to remain here after I retire.
NWI: Some people would say the nonwovens industry has changed greatly since you made the move to Cary, and others would say it has hardly changed at all. What’s your take on the business then and now?
TW: Way back then—it does seem like both a long time ago and just yesterday—nonwovens was most definitely a growth industry, growing at typically 11/2-2 times the GMP. It was a business that was earning recognition in the eyes of customers and consumers and was shedding the stigma of just producing cheap alternative fabrics.
Today, nonwovens are universally accepted as high-performance, preferred alternatives to many products, as we can see from the products that are nominated each year for our annual Visionary Awards, recognizing the most innovative consumer products that utilize nonwoven fabrics. But, like any industry moving into middle age, consolidation has started among suppliers and manufacturers, while technology is evolving and is demonstrating capabilities we never even thought possible. This consolidation is slowing, but all of the rest—technology, new products, new companies—keeps going.
NWI: Of the many changes you’ve seen in the industry over the years, what was the most significant?
TW: There are a few that come to mind. First is consolidation, followed by the relatively recent availability and rapid growth of turnkey manufacturing operations, which has led to the development of some “commodity” markets. Other changes are certainly the start-up of so many new companies as well as the well-deserved international recognition nonwovens have gained as they have become a more important part of the fabric business.
NWI: What will Ted Wirtz miss the most of day-to-day life at INDA?
TW: Interaction with members and staff. Listening to the laughter in the halls. That, of course, and flogging the crew.
NWI: Well, besides flogging, what was the best part of being INDA president? How about the worst?
TW: Without a doubt, the most enjoyable has been getting to meet and know so many impressive people and being inspired by their strong desire to see INDA prosper. The worst has been not being able to devote more time to “selling” our industry. I wish I could have “preached” to the unconverted more.
NWI: Here’s your big chance: What will be your advice to the next president of INDA?
TW: Do what I did when I first came here. Stay in touch with the marketplace and members and build relationships worldwide. It is vital to maintain the momentum we have now by challenging the staff to do more and better. Live with the motto, “Status quo is unacceptable!” With this staff, it is important to stay out of their way and not micromanage. Also, have a sense of humor. There will be times when it is important to be able to laugh at yourself.
NWI: Of what are you most proud during your time as INDA president?
TW: We built doors and windows where before there was a wall. In other words, we have made INDA more accessible to our members and have allowed our staff to be a more relevant part of the industry. I am extremely proud of watching the business skills of the staff grow. They have become truly excellent at what they do.
NWI: Here’s your chance to brag. Just how successful has INDA been the past six years?
TW: I hate to bore you with the numbers, but since you ask I would love to look at INDA’s remarkable turn-around that started in 1997. Since then, corporate membership has more than doubled, annual revenues are up more than $1 million, the staff has grown from 12 to 20 and reserves exceed $1.6 million. The only change in dues was a reduction in 1998, and dues continue to represent less than 20% of annual revenues, due primarily to the increase in conferences, expositions, publications and other nondues programs.
NWI: How has INDA’s role in the nonwovens industry changed in recent years?
TW: Our staff has successfully redesigned the boundaries that existed between ourselves and the industry and our members. INDA is better connected to our industry. We are better leveraging our core competencies. We are continually adding new sources of value. And we are better at demonstrating our capabilities, which is how we attract new members.
NWI: That is an impressive list. Is there anything you were not able to achieve?
TW: For some reason, we never hired another golfer. As a result, I could never convince the board of directors that INDA was really a golf academy.
NWI: Make one prediction for the nonwovens industry in the next 10 years that no one will be able to hold you to because you won’t be here.
TW: That’s an interesting one. I feel comfortable saying that INDA membership and its working budget will more than double and dues rates will not change. Also, there will be more, not fewer, companies making nonwoven materials.
NWI: You’ve been in this business for most of your professional career. Did you ever figure out a good answer to the question “What the heck is a nonwoven?”
TW: As a matter of fact, no. But who the heck cares? Despite our best efforts, customers persist in buying more.
NWI: So how do you plan to spend your “retirement”?
TW: Trying to figure out the answer to “What the heck is a nonwoven?”
NWI: We’ve already determined that’s basically impossible. What about the rest of the time?
TW: You mean besides searching for the perfect margarita while writing a book on golf titled, “Out of the Woods and Into the Trap”? I will be spending more time with family and friends. And I am looking forward to not having to answer questions from media people. Just kidding. This has been enjoyable.
NWI: Will we still see you around?
TW: I hope to still be involved in this industry in a less intense role. And, if you can’t find me at an INDA meeting, check the golf course.
After a long and distinguished career in the paper and nonwovens businesses, Ted Wirtz will retire as president of INDA, the Association of the Nonwoven Fabrics Industry, Cary, NC, this month. His tenure at the helm of the largest trade association serving the North American nonwovens industry, which began in 1996, marked a time during which INDA saw its membership double, its tri-annual IDEA trade show grow exponentially and its global industry outreach programs take hold. Wirtz is credited with taking over a sleepy association that had recently relocated from New York City to Cary, NC and transforming it into a proactive industry trade group.
Before he heads into a retirement filled with golf, travel with his wife, Jerry and whatever else life brings for a man who began his business career in 1957, we asked Wirtz his thoughts on where the association and industry have come from, how they got here today and where they are going in the future.
NWI: What condition was INDA in at the time you signed on as president in 1996?
TW: From discussions I personally had with 25 to 30 members and consultants, INDA was judged to be out of touch with members and the marketplace. As a result, the value of membership was disappearing. This was evident in the simple fact that our membership had declined three years in a row. There was no perceived value to being part of the association. One of the reasons this happened over time was because staff knowledge was relatively non-existent regarding nonwovens companies and materials and the key issues driving the business.
NWI: What were the first decisions you had to make when you came and took over the corner office?
TW: The first decisions were the toughest, “How to reorganize the association and who should go?” Thankfully, no
personnel changes were needed because the staff was capable, committed and energetic, but they had been
operating in a constraining environment. My job became one of knocking down hurdles and giving the staff the freedom and the room to do their jobs.
NWI: How did you like moving from Connecticut to North Carolina?
TW: I love it here. Nothing beats Danny’s barbecue and a Carolina Pale Ale. Of course, I can’t get the red clay off my
shoes, but that comes with the territory. We are going to remain here after I retire.
NWI: Some people would say the nonwovens industry has changed greatly since you made the move to Cary, and others would say it has hardly changed at all. What’s your take on the business then and now?
TW: Way back then—it does seem like both a long time ago and just yesterday—nonwovens was most definitely a growth industry, growing at typically 11/2-2 times the GMP. It was a business that was earning recognition in the eyes of customers and consumers and was shedding the stigma of just producing cheap alternative fabrics.
Today, nonwovens are universally accepted as high-performance, preferred alternatives to many products, as we can see from the products that are nominated each year for our annual Visionary Awards, recognizing the most innovative consumer products that utilize nonwoven fabrics. But, like any industry moving into middle age, consolidation has started among suppliers and manufacturers, while technology is evolving and is demonstrating capabilities we never even thought possible. This consolidation is slowing, but all of the rest—technology, new products, new companies—keeps going.
NWI: Of the many changes you’ve seen in the industry over the years, what was the most significant?
TW: There are a few that come to mind. First is consolidation, followed by the relatively recent availability and rapid growth of turnkey manufacturing operations, which has led to the development of some “commodity” markets. Other changes are certainly the start-up of so many new companies as well as the well-deserved international recognition nonwovens have gained as they have become a more important part of the fabric business.
NWI: What will Ted Wirtz miss the most of day-to-day life at INDA?
TW: Interaction with members and staff. Listening to the laughter in the halls. That, of course, and flogging the crew.
NWI: Well, besides flogging, what was the best part of being INDA president? How about the worst?
TW: Without a doubt, the most enjoyable has been getting to meet and know so many impressive people and being inspired by their strong desire to see INDA prosper. The worst has been not being able to devote more time to “selling” our industry. I wish I could have “preached” to the unconverted more.
NWI: Here’s your big chance: What will be your advice to the next president of INDA?
TW: Do what I did when I first came here. Stay in touch with the marketplace and members and build relationships worldwide. It is vital to maintain the momentum we have now by challenging the staff to do more and better. Live with the motto, “Status quo is unacceptable!” With this staff, it is important to stay out of their way and not micromanage. Also, have a sense of humor. There will be times when it is important to be able to laugh at yourself.
NWI: Of what are you most proud during your time as INDA president?
TW: We built doors and windows where before there was a wall. In other words, we have made INDA more accessible to our members and have allowed our staff to be a more relevant part of the industry. I am extremely proud of watching the business skills of the staff grow. They have become truly excellent at what they do.
NWI: Here’s your chance to brag. Just how successful has INDA been the past six years?
TW: I hate to bore you with the numbers, but since you ask I would love to look at INDA’s remarkable turn-around that started in 1997. Since then, corporate membership has more than doubled, annual revenues are up more than $1 million, the staff has grown from 12 to 20 and reserves exceed $1.6 million. The only change in dues was a reduction in 1998, and dues continue to represent less than 20% of annual revenues, due primarily to the increase in conferences, expositions, publications and other nondues programs.
NWI: How has INDA’s role in the nonwovens industry changed in recent years?
TW: Our staff has successfully redesigned the boundaries that existed between ourselves and the industry and our members. INDA is better connected to our industry. We are better leveraging our core competencies. We are continually adding new sources of value. And we are better at demonstrating our capabilities, which is how we attract new members.
NWI: That is an impressive list. Is there anything you were not able to achieve?
TW: For some reason, we never hired another golfer. As a result, I could never convince the board of directors that INDA was really a golf academy.
NWI: Make one prediction for the nonwovens industry in the next 10 years that no one will be able to hold you to because you won’t be here.
TW: That’s an interesting one. I feel comfortable saying that INDA membership and its working budget will more than double and dues rates will not change. Also, there will be more, not fewer, companies making nonwoven materials.
NWI: You’ve been in this business for most of your professional career. Did you ever figure out a good answer to the question “What the heck is a nonwoven?”
TW: As a matter of fact, no. But who the heck cares? Despite our best efforts, customers persist in buying more.
NWI: So how do you plan to spend your “retirement”?
TW: Trying to figure out the answer to “What the heck is a nonwoven?”
NWI: We’ve already determined that’s basically impossible. What about the rest of the time?
TW: You mean besides searching for the perfect margarita while writing a book on golf titled, “Out of the Woods and Into the Trap”? I will be spending more time with family and friends. And I am looking forward to not having to answer questions from media people. Just kidding. This has been enjoyable.
NWI: Will we still see you around?
TW: I hope to still be involved in this industry in a less intense role. And, if you can’t find me at an INDA meeting, check the golf course.